APM-PFQ Sample Questions Answers

A means of stakeholder identification.

It provides a statement of the stakeholder communications plan.

To understand a stakeholder's position in relation to the project.

It presents an action plan for stakeholder management.

Once agreed the business case will become the baseline by which the project will be deployed,

It will act as a reference for the project team regarding the specific. processes to be used forproject delivery.

It will determine which stakeholders are most eligible to become members of the steering group,

It will be referred to throughout the project in order to make decisions about the continuing viability of the project.

overall project duration.

project cost estimating.

the project management plan.

sub-contractor's responsibilities

A. summary of the project acceptance criteria.

CVs of all the team members.

Details Of previous similar projects.

Resourcing details for quality reviews.

The project not using compliant management processes.

The customer refusing to take delivery of the finished product.

The failure of a quality assurance audit.

The project finishing over budget.

Provide assurance to the project sponsor that the project is going to finish

on time and within budget.

Provide feedback to the project manager with regard to their performance in managing the project.

Provide assurance to the sponsor that the project is being managed using the agreed governance and process.

Provide a report of the current status of the project regarding cost and schedule performance.

Use of body language.

Having formal meetings.

Attitudes, emotions and prejudices.

Use of informal communication channels

How issues are to be escalated from project manager to project sponsor.

Understanding stakeholders' power and influence.

When project workshops are to be held.

Reference to higher level corporate policies.

documented traceability between versions of each configuration item.

that the project is most likely to meet its success criteria.

documented evidence of all project changes: proposed. authorised, rejected or deferred.

an agreed point after which no further changes to scope will be considered.

A group of projects and programmes carried out within an organisation.

A group of programmes carried out under the sponsorship of an organisation.

A group of projects carried out under the sponsorship of an organisation.

A range of products and services offered by an organisation.

The Project Management Plan is developed by the project manager and team and owned by the sponsor.

A. draft of the Project Management Plan is developed by the sponsor at the same time as the business case.

The Project Management Plan is developed by the sponsor and owned by the project manager.

The Project Management Plan is developed by the project manager and team and owned by the project manager

ensure that free flowing feedback channels are planned into the communication structure.

ensure that communication is carried out as much as possible, transmitting as much information as possible.

target only those stakeholders who seem to show a valid interest in the project.

avoid planning communication too much so that messages are not seen as rigid and overly complex.

decision gate.

starting point.

end point.

outline schedule.

Quality management plan.

Financial feasibility analysis.

Risk management plan.

Details of scope.

A technique to establish the best approach for obtaining the resources for the project

A group of interrelated resources and activities that transform inputs into outputs

The description of the purpose, form and components to support delivery of a product

The process by which products and services required for the project are acquired

the process through which all requests to change the approved baseline of a project is captured. evaluated and then approved. rejected or deferred.

the system that ensures that all changes to configuration items are controlled and the interrelationships between items are identified.

the technical and administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.

A report of the current status and history of all changes to the configuration, together with a complete record of what has happened to the configuration to date.

Any major problem that the project team has to deal with.

A. problem that is the responsibility of the Project Manager.

An uncertain event that should it occur would have an effect on project objectives.

A. threat to project objectives that cannot be resolved by the Project Manager.

Quality planning.

Quality assurance.

Total quality.

Quality control.

Make use Of widely available templates and predefined structures to ensure a complete spectrum of stakeholders are identified.

Ask the most influential stakeholders to identify who else they think Should be involved in the project.

Analyse Other projects and who their stakeholders are and include them by default.

Question whose support or lack of it might significantly influence the success of the project

Adoption.

Transition.

Deployment.

Implementation.

A level of technological expertise is required.

Body language can reinforce the message.

It is harder to maintain concentration.

There are increased costs of getting to the meeting.

Within the end phase.

Within the initial phases.

Within the deployment phase.

Within each phase.

Design reviews

Project definition reports.

Quality audits.

Historical experience.

control in the implementation of changes to project schedules.

an organisation to review proposed changes to the project deliverables.

quality control of project deliverables and documentation.

creation, maintenance and controlled change of the project deliverables.

The starting point for creating a resource histogram.

The basis for creating an organisational breakdown structure.

The starting point for the monitoring of project risks.

The basis for progress monitoring.

To define the hierarchy of deliverables that are required to be produced on the project

To define how the products are produced by identifying derivations and dependencies

To establish the extent of work required prior to project commissioning and the handover

To identify the health and safety strategies and procedures to be used on the project

It provides a documented account of the decisions that have been made and by whom in the planning of the project's finances, ensuring the project's compliance with recognized governance standards

It provides an overview of how the project will deliver the scheduled progress over the period agreed between the project manager, sponsor and other key stakeholders associated with the project.

It provides a means by which the sponsor can monitor the project manager's performance in relation to the plans documented in the business case and highlight points at which a change of project manager may be necessary.

It provides a recognized framework by which project spending proposals can be recorded, reviewed and audited to learn lessons about how efficiently the organisation is deploying funds to achieve its targeted returns.

It allows a thorough assessment of the factors that are most likely to affect the change.

It is A. means to justify to the customer variances from the original objectives.

It ensures that the delivered product most closely meets the needs of the customer.

It manages the impact of change to the project scope.

comparative estimating.

parametric estimating.

bottom-up estimating.

strategic estimating.

A. summary of all possible alternative resolutions of an issue.

A. summary of all the project issues, their analysis and status.

A. tool to ensure that a process is in place for capturing all issues.

A. tool to ensure that the issue management process is adhered to.

The organisation would know what political change is most likely and therefore the impacts on objectives considered.

The organisation would most likely have a number of options available as to how the desired objectives could be achieved.

The organisation would have an understanding of the necessary skills required to deliver the objectives required.

D The organisation would be able to develop an accurate estimate of the costs and time frame forthe objectives to be achieved.

That the sponsor who has developed the business case will also be the sponsor who oversees actual delivery of the project.

That the option chosen has taken recognition of how the resultant project is actually going to be managed and delivered.

That the project management plan for the project is captured as an appendix of the approved business case.

That the business case has sufficient detail to allow the project manager to take over accountability for the financial success of the project

The time order in which the issues occurred.

The impact on success criteria and benefits.

The relative seniority of the issue owner.

The relationship with A. relevant risk.

Share the issue with stakeholders.

Track the issue to closure.

Escalate to the sponsor.

Apply change control.

The project will be much more economically viable.

The business case is justified to a greater degree.

Overall project duration is reduced.

Reduction in contingency reserves are achieved.

A member of the sponsoring organisation's board of directors.

A key player who is seeking to maximize control over the project

A person or group who has an interest in or is impacted by the project.

A project team member who has the skills necessary to deliver the project

ensure a simpler critical path.

enable the tracking of project deliverables.

ensure stakeholder acceptance of project deliverables.

provide an increased total float.

Verification.

Request.

Closure.

Justification

inspection, testing and measurement.

reviews and audits.

fitness for purpose of deliverables.

professionally-bound project reports.

identify project risks and then manage them appropriately.

identify all project risks and transfer them immediately.

identify all the things that are threats or opportunities on a project.

satisfy the organisation's project management process.

To ensure compliance.

To ensure quality standards are met.

To ensure the required process needs of stakeholders are met.

To ensure both the project outputs and the processes meet the required needs of stakeholders.

Verified work breakdown structure.

Deployment baseline.

Configuration record.

Business case.

the project team.

the project stakeholders.

the project board.

the project sponsor

carry out earned value analysis.

allocate resources to the project.

analyse cost-benefit of the project.

plan project work packages

quality assurance.

quality planning.

quality control.

quality audit.

The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

The fitness for purpose or the degree of conformance of the outputs of a process or the process itself to requirements.

A. discipline for ensuring the outputs, benefits and the processes by which they are delivered meet stakeholder requirements and are fit for purpose.

The satisfaction of stakeholder needs measured by the success criteria as identified and agreed at the start of the project.

Anyone who has heard about the project.

Anyone who has an opinion about how the project should be managed.

People wanting to be members of the project team.

People who are affected by the project in some way.

External stakeholders.

The end users.

The finance director.

The project manager

decrease as a project progresses through its lifecycle.

increase as a project progresses through its lifecycle.

stay constant throughout the project.

vary independently of where the project is in its lifecycle

A Gantt chart.

A critical path network.

A product flow diagram.

A Pareto chart.

Requests for change are realised.

Requests for change are mitigated.

Requests for change are evaluated.

Requests for change are resolved.

the creation, maintenance, controlled change and the quality control of a scope of work.

a structured approach to move an organisation from a current state to a future desired state.

the safeguarding of stakeholder benefits, outputs and outcomes to requirements.

the identification of differences would affect successful completion of objectives.

Uncertain events that may or may not occur.

Opportunities that occur through change control.

Problems that the project manager has to deal with on a day-to-day basis.

Threats to the project which cannot be resolved by the project manager.

Analytical.

Comparative.

Parametric.

Strategic.

Key stakeholders.

The Project Manager.

The project sponsor.

The project team.

contribute to the project's procurement strategy.

help satisfy the project's resource requirements.

provide acceptance certificates based on quality of resources supplied.

determine the quality requirements of goods supplied.

Work breakdown structure.

Organisational breakdown structure.

Product breakdown structure.

Responsibility assignment structure

The project is more likely to finish on time.

There will be greater adherence to the organisation's governance and standards.

The project will be less susceptible to uncontrolled change.

There will be more focus on what benefits the project will be delivering.

Construction projects only.

Construction and petrochemical projects only.

All but IT projects.

All projects.

A statement of what the project will deliver in terms of products/deliverables and satisfaction.

The reasons why the project sponsor wants their project to proceed.

A statement on how the project fits into the long-term aims of the project sponsor.

Provides justification for undertaking the project, in terms of evaluating the benefits, cost and risks

Business-as-usual activities cannot be improved.

Business-as-usual activities are more difficult to manage than projects.

Projects are transient endeavours that bring about change to business-as-usual.

A project is always the starting point for operation refinement.

The environment in which the business operates.

The geographic location in which the project is undertaken.

The external and internal business environments including stakeholder's interests and influences.

D Industry and business sector practices.

understand the project's external operating environment.

prioritise requirements that should be included in the project.

periodically review the financial viability of the project.

determine the project team's strengths and weaknesses.

A. process which identifies activities that will need project resources.

A. process to assign roles to project resources.

A. process that identifies when resources are needed.

A. process to estimate the project resources.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

included in the project plan for the next similar project.

restricted in circulation in case it contains critical information.

archived for use in a future audit of project management processes.

available to all project managers within the organisation

Whether to proceed with the project or recommend termination.

Whether the process being used is robust enough for the project being undertaken.

Whether to proactively invest to bring the exposure to risk within tolerable levels.

Whether to use brainstorming or a workshop to decide on the best response.

Storming.

Forming.

Norming.

Performing

defined.

quantified.

realised.

conceived.

Introducing a new information technology system.

Operating a national rail network.

Organising ongoing catering in the armed forces.

Managing day-to-day security for senior politicians

It allows the detailed execution plans, to be defined, that are likely to be developed in order to deliver the project.

It is the only way in which the scope of the project can be identified and detailed in plans.

It identifies the problems, opportunities or business needs which may require some degree of response.

D It is the only form of detailed planning that can be carried out in the earliest phases of the project life cycle.

A linear life cycle is best for evolving projects whereas an iterative life cycle is better for more structured projects.

A linear life cycle is sequential whereas an iterative life cycle repeats one or more phases.

A linear life cycle is always longer in duration whereas an iterative life cycle is always shorter in its duration.

A linear life cycle is formally managed by A. dedicated project manager whereas management responsibility is shared in an iterative life cycle

Project sponsor, project manager and quality manager.

Corporate management, project sponsor, quality manager and project office.

Sponsor, supplier representative and user representative.

D Sponsor, project manager and senior project team members.

mitigate all possible risks to the project.

identify and mitigate factors that may affect the project.

control technological change during the project.

consider team social roles in early stages of the project

decision gate.

feasibility study.

milestone review.

evaluation review.

risks

resources

milestones

activities

Estimating.

Engagement of external suppliers.

Definition of items to be acquired.

Bidding.

Deployment, Concept, Definition, Transition.

Concept, Transition, Definition, Deployment.

Concept, Definition, Deployment, Transition.

Transition, Definition, Deployment, Concept

Using APM's Body of Knowledge 6th edition as a guide to all projects.

Employing a project manager who has undertaken similar projects.

Utilising team members who can work on a project full time.

Application of processes and methods throughout the project life cycle.

By assessing its probability of occurrence.

By assessing its impact on project objectives,

By assessing both its probability of occurrence and its impact on project objectives.

By assessing its effect on the business case.

To consider if the change is feasible to evaluate at this stage.

To establish who might be the best stakeholders to be involved in the change.

To ensure that the change request is considered as soon as possible.

To implement the necessary actions to ensure the change has a smooth implementation.

Ensure that stakeholders who oppose the project are not involved

Develop an environment where all stakeholder's needs are satisfied.

Develop ways of understanding the needs of stakeholders.

Ensure that the influence stakeholders have is reduced.

Transition.

Concept

Deployment.

Definition.

A project sponsor is responsible for all communication methods and media.

Different stakeholders typically have different communication needs.

It is best to have a standard set of project reports used for every project.

Email is the only way to communicate with large numbers of people.

Plan the next project for the project team.

Make proposals for the operation of the project deliverables.

Improve future estimating accuracy.

Plan how to complete the objectives of the project.

define all the products that the project will produce.

define precisely what resources will be used on the project.

detail all the products in order of priority.

map out the key project elements identified in the business plan

decrease as a project progresses through its life cycle.

increase as a project progresses through its life cycle.

stay constant throughout the project life cycle.

vary independently of where the project is in its life cycle

components of each product.

budget of each product.

benefits of each product.

risks of each product.

projects and/or programmes that contribute directly to the organisation's strategic objectives.

projects with exceptionally high returns on investment.

projects and programmes over business as usual.

projects which maximise change over those which maximise investment

People working collaboratively towards a common goal.

Developing skills that will enhance project performance.

Gathering the right people together to work on a project.

Establishing vision and direction towards a common purpose.

Evaluate the change.

Advise the sponsor.

Update the change log.

Update the project plan.

To provide a documented account of the outcomes of the planning process.

To enable agreement between the project sponsor and project manager with regard to project budget, resource requirements and timescale.

To provide A. record of how the project was planned, for archiving in the organisation's lessons learned.

To identify and record the projects intended financial spend over the period of project delivery.

an activity on a network diagram.

A. Gantt chart.

A. plan for the programme.

an overall plan for the project.

It records risks. their impact and the responses being adopted.

It records risk ownership and how issues are being managed.

It assesses the impact and probability of risks taking place.

It directs the team in how the management of risk in the project should be conducted.

OBS and CBS.

OBS and WBS.

PBS and CBS.

WBS and CBS.

Evaluation.

Identification.

Registration.

Justification.

Within the environment are the factors that influence and impact projects.

Only certain types of projects are influenced by the environment.

The project environment will only really impact the project at the start.

D There is no real way of determining the true project environment.

gate review.

learning review.

handover review.

audit review.

Provides a framework that is universally applicable.

Speeds up deployment and benefits realization.

Focuses on the most useful interim deliverables.

Augments and strengthens predictive deployment.

the project team.

the project stakeholders.

the project board.

the project sponsor

overall project duration.

project cost.

the project management plan.

sub-contractor's responsibilities

quality register.

issue register.

change register.

risk register.

identification, escalation. action, resolution.

assessment, escalation, closure, resolution.

assessment, planning, action, response.

identification, planning, response, resolution.

Project manager,

Risk manager.

Quality manager.

The project team.

an approach that adds operational and termination phases to a linear life cycle.

an approach that adds adoption and benefits realisation phases to a linear life cycle.

a framework for conducting a cost-benefit analysis once a project has closed.

a framework for ensuring the re-deployment of assets post project.

The potential of a situation or event to impact on the achievement of specific objectives.

A problem that is now or is about to breach delegated tolerances for work on a project or programme.

Scope creep within an uncontrolled project.

The use of estimation to determine costs, resources and activities.

The point in the life cycle where the estimate is being carried out.

The overall budgeted value of the project being estimated.

Whether the project is likely to proceed or not.

The amount of acceptable estimating tolerance that exists.

Steering group.

Risk owner.

Project sponsor.

Project manager

To increase the chances of achieving effective engagement.

To comply with the structure of the project management plan.

To identify the skills necessary to deliver a project.

To increase the likelihood of benefits realisation.

the must have' requirements are given the top priority for delivery.

the scope is identified at a deeper level in the project.

all stakeholders get what they want from the project.

areas of the project that will be delivered are fully agreed

Reduced schedule time.

increased cost.

Increased efficiency and flexibility.

Reduced risk

1, 2 & 3

1, 2 & 4

1, 3 & 4

2, 3 & 4

To reassure stakeholders that the project will deliver as expected

To progressively elaborate and improve understanding based on client interaction.

To allow time for a thorough project management plan to be developed.

To ensure that the project manager appointed understands exactly what is required

Linear project life cycles set the deployment baseline for the whole project.

In an iterative project life cycle the scope and quality are fixed in the deployment baseline.

Only deployment baselines in iterative life cycles have an integrated baseline review.

Only deployment baselines in linear life cycles have an integrated baseline review

configuration control.

change management.

change control.

scope management.

The issues and areas that matter to stakeholders.

Technical, social or political considerations.

The environment in which the project is being carried out.

The sequence and dependencies of activities.

Safety plan for the project.

Implementation options.

Stakeholder identification.

Business benefits.

A party who is concerned about the project going ahead.

A party with an interest or role in the project or is impacted by the project.

A party who has a vested interest in the outcome of the project.

A party who has a financial stake in the organisation managing the project.

inspection, testing and measurement.

reviews and audits.

fitness for purpose of deliverables.

professionally-bound project reports.